Workplace Issues

The responsibilities of human resource professionals have expanded over the years. What was once a clerical function is now a function that is recognized as a critical element in an organization's success.

Just a small hint of workplace dishonesty can raise bigger concerns over one's willingness to conform to honesty standards that are established to protect company assets. If an individual will use items from the company's supply closet for personal use, they'll also probably cheat on their expense account and lie about ...

Although harassment of a sexual nature is the most common form of illegal workplace harassment, harassment by supervisors, coworkers, and non-employees also occurs as a result of an individual's age, color, citizenship, disability, military status, national origin, race, or religion. This article explores all forms of workplace harassment.

Most employees are now protected by "Weingarten" rights. This article explains these rights and defines the employee classifications eligible for protection under the Supreme Court's Weingarten decision and subsequent National Labor Relations Board (NLRB) rulings.

The financial press has had a field day reporting on the problems facing companies attempting to convert a "traditional" defined-benefit pension plan to a cash-balance pension plan. This article examines the issue and reports on the latest developments affecting these conversions.

The author discusses the difference between leadership and lordship in corporate America and uses the example of General George Wahington in describing the attributes of a leader as opposed to a lord.

There is much confusion with respect to the overtime provisions of the Fair Labor Standards Act. Who is exempt and who is covered by (nonexempt from) the provisions of the FLSA? This article attempts to bring a degree of understanding to the subject.

A discussion of the value of human resource professional certifications and a complete list of available certifications and the associations that sponsor them.

Supervisors and subordinates both face challenges when approaching a performance appraisal session. This article discusses the process and offers suggestions on how to overcome the anquish both sides face when confronted with necessity of administering and receiving a performance appraisal.

The author explains why he has never had a "bad" boss. Although many of the 15 or so managers he worked for during his business career had flaws, he doesn't consider them "bad" because he learned as much from them as he learned from his quality bosses.